13.1 Read the annual report of a company with which you are familiar as a customer (e.g. a retailer or transport company). Identify the main characteristics of the intended deliberate strategy as explained in the annual report, and the characteristics of the realised strategy as you perceive it as a customer. 13.2 Using the di?erent views in Sections 13.2 and 13.3, characterise how strategies have developed in di?erent organisations (e.g. Google, Siemens* and Mormor Magda*). 13.3? Planning systems exist in many di?erent organisations. What role should planning play in a public-sector organisation such as local government, a not-for-profit organisation such as Where should the beds go?*, and a multinational corporation such as Megabrew*? 13.4? Incremental patterns of strategy development are common in organisations, and managers see advantages in this. However, there are also risks of strategic drift. Using the di?erent views in Sections 13.2 and 13.3, suggest how such drift might be avoided. 13.5 Suggest why di?erent approaches to strategy development might be appropriate in di?erent organisations such as a university, a fashion retailer, a diversified multinational corporation and a high-technology company. Integrative assignment 13.6? Assume you were asked to advise a chief executive of a long-established, historically successful multinational business with highly experienced managers that is experiencing declining profits and falling market share. What might you expect to be the causes of the problems? What processes of strategy development would you propose to address them?